The document outlines the key elements of a business model canvas including key partners, activities, value propositions, customer relationships, channels, customer segments, revenue streams, resources, and costs. It discusses important considerations for each element such as what resources are acquired from partners, what activities partners perform, how value is delivered to customers, what types of customer relationships are established, and how costs and revenues are structured.
The Business Model Canvas is a strategy and innovation tool to visualize, challenge, and invent business models.
It is outlined in the book Business Model Generation http://www.businessmodelgeneration.com
Product Vision and Strategy - Creating Value Doug Henderson
Discussion at the Alpha Loft's Full Stack meetup in Portsmouth NH on 3/25/2015. Discussed Product Value Proposition, Business Model Canvas, Value Map, Customer Segments, Customer Research, Lean Startup Methodology.
Hvilke deler av forretningsmodellen du kan gjøre mer lønnsom med teknologi? Vi viser deg hvordan du bruker The Business Model Canvas til å finne ut hvordan en applikasjon kan spare bedriften penger.
The Business Model Canvas is a strategy and innovation tool to visualize, challenge, and invent business models.
It is outlined in the book Business Model Generation http://www.businessmodelgeneration.com
Product Vision and Strategy - Creating Value Doug Henderson
Discussion at the Alpha Loft's Full Stack meetup in Portsmouth NH on 3/25/2015. Discussed Product Value Proposition, Business Model Canvas, Value Map, Customer Segments, Customer Research, Lean Startup Methodology.
Hvilke deler av forretningsmodellen du kan gjøre mer lønnsom med teknologi? Vi viser deg hvordan du bruker The Business Model Canvas til å finne ut hvordan en applikasjon kan spare bedriften penger.
ActivateClients - White Label Business Intelligence Web Portals; Trading Relationship Manager (TRM), Strategy Hub and Trading Portals. Your Alternative CRM Software Solution
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For complete information on needs-based segmentation, please contactus@bluecanyonpartners.com.
Tech Research Asia: Optimising the New ChannelMark Iles
A summary of some of the critical challenges in how the IT model (Vendor - Partner - Customer) works and in particular the divergence between how customers are increasingly choosing, procuring and deploying technology and collectively how partners and vendors are aligning to sell their solutions.
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The Performance marketing association has launched a new working group called the "Catalyst Group" formed and lead by MediaTrust CEO Peter Bordes.
The working groups charter is to foster industry growth and advancement thru technology, innovation and business development within the PMA and performance marketing industry as well as building technology driven partnership into other verticals in the digital media and marketing industry and the finance community.
(direct) marketing as a service, a way to strengthen the distribution channelHeinvrins
Presentation held at the prestigious Data Quality Summit Event (Eindhoven, November 2008). This presentation highlights the added value and possibilities of setting up a Marketing service program to enable your distribution channel to maximize the customer value. With an example of such a program in the (independent) insurance market.
This is the business model canvas created by ALEXANDER OSTERWALDER.
This simple one page business model canvas is an excellent tools to design, create, touch-up and evaluate your current or future business model.
ActivateClients - White Label Business Intelligence Web Portals; Trading Relationship Manager (TRM), Strategy Hub and Trading Portals. Your Alternative CRM Software Solution
Needs-Based Segmentation: Lessons from the Fieldtoomuchaj
Axel J. Leichum, Partner at Blue Canyon Partners, Inc. hosted a webinar for nearly 150 attendees and discussed the topics of: why segmenation matters, the benefits of needs-based segmentation, why it's not just for end customers, multi-stakeholder environments, how to measure if your current segmentation is effective, and best practices for developing and implementing segmentation.
For complete information on needs-based segmentation, please contactus@bluecanyonpartners.com.
Tech Research Asia: Optimising the New ChannelMark Iles
A summary of some of the critical challenges in how the IT model (Vendor - Partner - Customer) works and in particular the divergence between how customers are increasingly choosing, procuring and deploying technology and collectively how partners and vendors are aligning to sell their solutions.
Customers 101 : Understanding Customer Segmentation and Portraits Danny Boice
Check out this class that I taught recently at 1776 in DC on Customer Acquisition. The focus was on customer segmentation and portraits / personas. I also covered some common concepts from The Lean Startup, Steve Blank's Customer Development, and BJ Fogg's Behavior Model. This is a great deck for someone learning to growth hack or otherwise learn the basics of web and mobile product user acquisition
The Performance marketing association has launched a new working group called the "Catalyst Group" formed and lead by MediaTrust CEO Peter Bordes.
The working groups charter is to foster industry growth and advancement thru technology, innovation and business development within the PMA and performance marketing industry as well as building technology driven partnership into other verticals in the digital media and marketing industry and the finance community.
(direct) marketing as a service, a way to strengthen the distribution channelHeinvrins
Presentation held at the prestigious Data Quality Summit Event (Eindhoven, November 2008). This presentation highlights the added value and possibilities of setting up a Marketing service program to enable your distribution channel to maximize the customer value. With an example of such a program in the (independent) insurance market.
This is the business model canvas created by ALEXANDER OSTERWALDER.
This simple one page business model canvas is an excellent tools to design, create, touch-up and evaluate your current or future business model.
I did a quick run down of the different blocks on the Business Model Canvas at Ajujaht (Estonian entrepreneurship competition), which we followed by a brain dump of the team members on the canvas itself.
Alexander Osterwalder and Yves Pigneur defined a business model as how an organization creates, delivers, and captures value. More importantly they showed how any company’s business model could be defined in 9 boxes. It’s an amazing and powerful tool. It instantly creates a shared visual language while defining a business. Their book “Business Model Generation,” is the definitive text on the subject.
More on http://www.businessmodelgeneration.com
Lo speech di Stefano Guerrieri che racconta il metodo con cui è arrivato a progettare il modello di business della sua startup Playwood. Questo speech è stato fatto a Creativity Day e durante un incontro gratuito presso Impact Hub di Reggio Emilia.
Personal Brand Statement:
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Business model
1. Key Partners
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from
partners?
Which Key Activities do partners perform?
motivations for partnerships:
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
Key Activities
What Key Activities do our Value
Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
categories
Production
Problem Solving
Platform/Network
Value Propositions
What value do we deliver to the
customer?
Which one of our customer’s problems are
we helping to solve?
What bundles of products and services
are we offering to each Customer
Segment?
Which customer needs are we satisfying?
2. characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
Key Resources
Cost Structure
What Key Resources do our Value
Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue Streams?
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial
Customer Relationships
What type of relationship does each of
our Customer
Segments expect us to establish and
maintain with them?
Which ones have we established?
How are they integrated with the rest of
our business model?
How costly are they?
examples
3. Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation
Customer Segments
For whom are we creating value?
Who are our most important customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
channel
Through which Channels do our Customer
Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with
customer routines?
1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
Revenue Streams
Cost Structure
4. What are the most important costs
inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
sample characteristics:
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope
Revenue Streams
For what value are our customers really
willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream
contribute to overall revenues?
types:
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising
fixed pricing
List Price
Product feature dependent
Customer segment dependent
Volume dependent
dynamic pricing
Negotiation( bargaining)
Yield Management
Real-time-Market
